Winston Churchill was hugely accomplished as a statesman, historian, and writer.

But when people think of Churchill, it's his

speeches that are remembered. It's the sound of his voice. That voice is still unforgettable today, even in scratchy old recordings.
Try to imagine how it must have sounded over the radio in 1940, when Churchill and Britain were all that stood between Hitler and
victory in the Second World War.

Winston didn't fit easily into the standard educational system. From the first, it was obvious he had tremendous talent -- his power of
memory was rather amazing. But he was very stubborn. He learned what he wanted to learn, and resisted anything else. He didn't
care about learning other languages, for example. He wanted to learn English.

By the time Churchill was only twenty-six years old, he was about to enter Parliament, where his voice would be heard for the first
time -- and once Churchill's voice was heard, it could never be forgotten.

In our schools today, not much attention is paid to speaking skills. There really is not a focus on the ability to express yourself
effectively in front of a group of people -- or even one person. The strange thing is this was a fundamental element of education
throughout the history of Western civilization.

As a professional speaker myself, it is amazing to discover the detail and care that was given to the spoken word. The Greeks and
Romans considered speaking -- which they called rhetoric -- to be a branch of philosophy. It was an art that demanded talent and
practice, and it was a science that could be studied carefully and systematically. Churchill certainly knew these principles backwards
and forwards -- and in order to model Churchill's communication genius, you should know them.

There were four general categories of communication -- and a genius was someone who could excel in all these areas. The
categories were invention, arrangement, style, and memory. They are still very applicable today, and every communication genius
understands them explicitly or intuitively.

Invention really means having something to say. You cannot be a great communicator if you do not have anything to communicate.
In order to discover your genius as a communicator, ask yourself where you are on this spectrum. Are you someone who feels the
need to talk for the sake of talking -- whether or not you are given the opportunity? Or do you back away from communicating even
when everyone would benefit from your doing so? Try to be ruthlessly honest about this. It's not easy, because we are often
amazingly unaware of our true nature as communicators. It's also something that other people are usually uncomfortable discussing
with you.

The second principal of speaking was arrangement -- which today we would call organization. This is just the tactics and tools of
communication. The organization of a good speech comprised six parts: the introduction; the statement of facts; the discussion of
facts; the proof of facts; the refutation of possible objections; and the conclusion. The trick, of course, was to blend these parts
seamlessly together so that the whole thing seemed effortless and intuitive. It's amazing, though, how good speaking can be broken
down into parts to be approached logically and scientifically.

After organization, the third principle of communication was style. Organization is about what you are saying -- style is about how
you say it. Today, this is probably more important than any other element of spoken communication, so it's crucial to develop a style
that fits you and fits your audience. Churchill was obviously a master of style. In my opinion, he was really the last great
communicator in the classical tradition. Before him, there may have been many people who spoke like Churchill, going all the way
back to Greece and Rome. However, I do not believe anyone since Churchill has successfully attempted that style. Martin Luther
King was certainly a great communicator, and he could move his listeners just as deeply as Churchill could. However, his style of
speaking came from the tradition of African American preaching rather than classical oratory.

We can learn a lot from Churchill and King concerning organization and inspiration -- but the style of communication that is most
effective today has a different lineage. I would call it an informal style, although it may actually be very carefully thought out and
planned. It's a style that was mastered by Lincoln in his famous debates with Senator Stephen Douglas, by Mark Twain in the
literally thousands of lectures that he gave during the final decades of his life -- and most recently by Ronald Reagan, who wasn't
called "the Great Communicator" for nothing.

The fourth principle of speaking was memory. Until relatively recently, it would have been unthinkable for a communicator to read a
speech, much less use a TelePrompTer to make it seem like he knew it by heart. Memory was equated with intelligence. Today we
think a person who can do science or math is at the highest level of intellectual power, but in the past, it was how much you had
memorized. For a modern man, Churchill was surely very accomplished in this regard. For example, he probably knew much of
Shakespeare by heart. In the old days, it was taken for granted that an educated person knew the Bible nearly word for word.

I am not suggesting that to be an effective communicator you need to be a memory expert. However, it is important to convey
complete familiarity with your subject. If this is not the case, you are going to be dependent on outside help, and that is an
uncomfortable position for a communicator.

For success in any field, three important components are universally recognized -- we can call them theory, talent, and practice. In
communication, theory refers to the ideas we discussed a moment ago, such as organization, style, and familiarity with your topic.
Talent seems to be very important today, because we tend to believe that we are pretty much born with the limits we can reach in
any field. However, more than anything, it took practice. Churchill had been a public communicator since he entered Parliament in
his early twenties. And this brings us back to a point that was so perfectly expressed by Edison: "Genius is one percent inspiration
and 99 percent perspiration." The more you do something, the more you work at it, the more you experience it, the better you will
get at it -- until before you know it, everybody will be calling you a communication
ghttp://www.alessandra.com/timelytips/40.asp#ixzz0XmsYbaUO

e.
 Harry George H. Bush Mother Teresa Dwight
Truman ISFJ INFJ Eisenhower
ISTJ INTJ

George Jacqueline Mohandas Albert Einstein

Patton Onassis Gandhi INTP
ISTP ISFP INFP

John Elvis Presley Eleanor Ted Turner

Kennedy ESFP Roosevelt ENTP
ESTP ENFP

Colin George Pope John Paul Douglas

Powell Washington II Macarthur
ESTJ ESFJ ENFJ ENTJ
» Learn your MBTI® Type

ESTP Personality Type

Hallmark Characteristics: Outgoing, Dynamic, Versatile, Alert, and Analytical

Leadership Style: Instantaneous decision-makers comfortable with taking risks, ESTPs are
skilled tacticians who view obstacles and rules simply as impediments around which to
maneuver. In leadership positions, they function admirably in chaotic environments, keep
followers focused on present realities, and provide optimism and a "can-do" attitude.
Conflict Resolution: Assertive and direct ESTPs meet conflict head-on. They welcome others'
contributions in a nonjudgmental manner, maintain an open-minded approach, and accept
compromise in an effort to move toward finding resolution.
Communication Style: Active, engaging, and results oriented, ESTPs do not sit idle and discuss
issues for long periods of time. Unwavering and to the point, they communicate present realities
with energy, enthusiasm, acting quickly without taking the time to explain their actions. ESTPs
persuade through logical analysis while stressing the need for precise and immediate action.
They are persuaded by straightforward common-sense solutions to short-term problems based on
practical information.
As Entrepreneurs: Realistic, spontaneous, and intensely observant, ESTPs are interested in
what will work at the moment. They exhibit a heightened sense of expediency and are expert at
finding inventive solutions to immediate problems. The organizations they develop are
resourceful, thrive on frequent change, focus on the present, and are very capable of capitalizing
on events that take place in the world as they happen. ESTPs need to augment their natural
abilities with others who take the time to focus on the past and learn from past mistakes.
Career Satisfaction: Motivated by a need for action, ESTPs rely and trust what their senses tell
them about the world around them. In order for work to be meaningful to them, it must involve
constant use of their senses to experience their environment in a variety of ways. While
successful people of all types are found in all occupations, some careers popular with ESTPs
include: Engineer: civil, electrical, mechanical; Airline Pilot; General Contractor; Real Estate:
broker, developer; Firefighter; Emergency Room Physician; Stockbroker; Sportscaster;
Professional Athlete or Coach; and Police Officer.
Adolf Hitler was born on 20th April, 1889, in the small Austrian town of Braunau near the
German border. Both Hitler's parents had come from poor peasant families. His father
Alois Hitler, the illegitimate son of a housemaid, was an intelligent and ambitious man
and later became a senior customs official.
Klara Hitler was Alois' third wife. Alois was twenty-three years older than Klara and
already had two children from his previous marriages. Klara and Alois had five children
but only Adolf and a younger sister, Paula, survived to become adults.
Alois, who was fifty-one when Adolf was born, was extremely keen for his son to do well
in life. Alois did have another son by an earlier marriage but he had been a big
disappointment to him and eventually ended up in prison for theft. Alois was a strict
father and savagely beat his son if he did not do as he was told.
Hitler did extremely well at primary school and it appeared he had a bright academic
future in front of him. He was also popular with other pupils and was much admired for
his leadership qualities. He was also a deeply religious child and for a while considered
the possibility of becoming a monk.
Competition was much tougher in the larger secondary school and his reaction to not
being top of the class was to stop trying. His father was furious as he had high hopes
that Hitler would follow his example and join the Austrian civil service when he left
school. However, Hitler was a stubborn child and attempts by his parents and teachers
to change his attitude towards his studies were unsuccessful.
Hitler also lost his popularity with his fellow pupils. They were no longer willing to accept
him as one of their leaders. As Hitler liked giving orders he spent his time with younger
pupils. He enjoyed games that involved fighting and he loved re-enacting battles from
the Boer War. His favourite game was playing the role of a commando rescuing Boers
from English concentration camps.
The only teacher Hitler appeared to like at secondary school was Leopold Potsch, his
history master. Potsch, like many people living in Upper Austria, was a German
Nationalist. Potsch told Hitler and his fellow pupils of the German victories over France
in 1870 and 1871 and attacked the Austrians for not becoming involved in these
triumphs. Otto von Bismarck, the first chancellor of the German Empire, was one of
Hitler's early historical heroes.
 In Pursuit of Hitler Mein Kampf

Hitler's other main interest at school was art. His father was incensed when Hitler told
him that instead of joining the civil service he was going to become an artist. The
relationship between Hitler and his father deteriorated and the conflict only ended with
the death of Alois Hitler in 1903.
Hitler was thirteen when his father died. His death did not cause the family financial
hardships. The Hitler family owned their own home and they also received a lump sum
and a generous civil service pension.
Klara Hitler, a kind and gentle woman, tended to spoil her son. Like her husband she
was keen for Adolf to do well at school. Her attempts at persuasion achieved no more
success than her husband's threats and he continued to obtain poor grades.
At the age of fifteen he did so badly in his examinations that he was told he would have
to repeat the whole year's work again. Hitler hated the idea and managed to persuade
his mother to allow him to leave school without a secondary education qualification. He
celebrated by getting drunk. However, he found it an humiliating experience and vowed
never to get drunk again. He kept his promise and by the time he reached his thirties he
had given up alcohol completely.
When he was eighteen Hitler received an inheritance from his father's will. With the
money he moved to Vienna where he planned to become an art student. Hitler had a
high opinion of his artistic abilities and was shattered when the Vienna Academy of Art
rejected his application. He also applied to the Vienna School of Architecture but was
not admitted because he did not have a school leaving certificate.
Hitler was humiliated by these two rejections and could not bring himself to tell his
mother what had happened. Instead he continued to live in Vienna pretending he was
an art student.
In 1907 Klara Hitler died from cancer. Her death affected him far more deeply than the
death of his father. He had fond memories of his mother, carried her photograph
wherever he went and, it is claimed, had it in his hand when he died in 1945.
As the eldest child, Hitler now received his father's civil service pension. It was more
money than many people received in wages and meant that Hitler did not have to find
employment. He spent most of the morning in bed reading and in the afternoon he
walked around Vienna studying buildings, visiting museums, and making sketches.
In 1909 Hitler should have registered for military service. He was unwilling to serve
Austria, which he despised, so he ignored his call-up papers. It took four years for the
authorities to catch up with him. When he had his medical for the Austro-Hungarian
Army in 1914 he was rejected as being: "Unfit for combatant and auxiliary duty - too
weak. Unable to bear arms."
The outbreak of the First World War provided him with an opportunity for a fresh start. It
was a chance for him to become involved in proving that Germany was superior to other
European countries. Hitler claimed that when he heard the news of war: "I was
overcome with impetuous enthusiasm, and falling on my knees, wholeheartedly thanked
Heaven that I had been granted the happiness to live live at this time. Rejecting the idea
of fighting for Austria, Hitler volunteered for the German Army. In times of war medical
examinations are not so rigorous.
Hitler liked being in the army. For the first time he was part of a group that was fighting
for a common goal. Hitler also liked the excitement of fighting in a war. Although fairly
cautious in his actions, he did not mind risking his life and impressed his commanding
officers for volunteering for dangerous missions.
His fellow soldiers described him as "odd" and "peculiar". One soldier from his regiment,
Hans Mend, claimed that Hitler was an isolated figure who spent long periods of time
sitting in the corner holding his head in silence. Then all of a sudden, Mend claimed, he
would jump up and make a speech. These outbursts were usually attacks on Jews and
Marxists who Hitler claimed were undermining the war effort.
Hitler was given the job of despatch-runner. It was a dangerous job as it involved
carrying messages from regimental headquarters to the front-line. On one day alone,
three out of eight of the regiment's despatch-runners were killed. For the first time since
he was at primary school Hitler was a success.
Hitler won five medals including the prestigious Iron Cross during the First World War.
His commanding officer wrote: "As a dispatch-runner, he has shown cold-blooded
courage and exemplary boldness. Under conditions of great peril, when all the
communication lines were cut, the untiring and fearless activity of Hitler made it possible
for important messages to go through".
Although much decorated in the war, Hitler only reached the rank of corporal. This was
probably due to his eccentric behaviour and the fear that the other soldiers might not
obey the man they considered so strange.
In October 1918, Hitler was blinded in a British mustard gas attack. He was sent to a
military hospital and gradually recovered his sight. While he was in hospital Germany
surrendered. Hitler went into a state of deep depression, and had periods when he
could not stop crying. He spent most of his time turned towards the hospital wall
refusing to talk to anyone. Once again Hitler's efforts had ended in failure.
After the war Hitler was stationed in Munich, the capital of Bavaria. While Hitler was in
Munich, the capital of Bavaria, Kurt Eisner, leader of the Independent Socialist Party,
declared Bavaria a Socialist Republic. Hitler was appalled by the revolution. As a
German Nationalist he disagreed with the socialist belief in equality.
Hitler saw socialism as part of a Jewish conspiracy. Many of the socialist leaders in
Germany, including Kurt Eisner, Rosa Luxemburg, Ernst Toller and Eugen Levine were
Jews. So also were many of the leaders of the October Revolution in Russia. This
included Leon Trotsky, Gregory Zinoviev, Lev Kamenev, Dimitri Bogrov, Karl Radek,
Yakov Sverdlov, Maxim Litvinov, Adolf Joffe, and Moisei Uritsky. It had not escaped
Hitler's notice that Karl Marx, the prophet of socialism, had also been a Jew.
It was no coincidence that Jews had joined socialist and communist parties in Europe.
Jews had been persecuted for centuries and therefore were attracted to a movement
that proclaimed that all men and women deserved to be treated as equals. This
message was reinforced when on 10th July, 1918, the Bolshevik government in Russia
passed a law that abolished all discrimination between Jews and non-Jews.
It was not until May, 1919 that the German Army entered Munich and overthrew the
Bavarian Socialist Republic. Hitler was arrested with other soldiers in Munich and was
accused of being a socialist. Hundreds of socialists were executed without trial but Hitler
was able to convince them that he had been an opponent of the regime. To prove this
he volunteered to help to identify soldiers who had supported the Socialist Republic.
The authorities agreed to this proposal and Hitler was transferred to the commission
investigating the revolution.
Information supplied by Hitler helped to track down several soldiers involved in the
uprising. His officers were impressed by his hostility to left-wing ideas and he was
recruited as a political officer. Hitler's new job was to lecture soldiers on politics. The
main aim was to promote his political philosophy favoured by the army and help to
combat the influence of the Russian Revolution on the German soldiers.
Hitler, who had for years been ignored when he made political speeches, now had a
captive audience. The political climate had also changed. Germany was a defeated and
disillusioned country. At Versailles the German government had been forced to sign a
peace treaty that gave away 13% of her territory. This meant the loss of 6 million
people, a large percentage of her raw materials (65% of iron ore reserves, 45% of her
coal, 72% of her zinc) and 10% of her factories. Germany also lost all her overseas
colonies.
Under the terms of the Versailles Treaty Germany also had to pay for damage caused
by the war. These reparations amounted to 38% of her national wealth.
Hitler was no longer isolated. The German soldiers who attended his lectures shared his
sense of failure. They found his message that they were not to blame attractive. He told
them that Germany had not been beaten on the battlefield but had been betrayed by
Jews and Marxists who had preached revolution and undermined the war effort.
The German Army also began using Hitler as a spy. In September 1919, he was
instructed to attend a meeting of the German Worker's Party (GWP). The army feared
that this new party, led by Anton Drexler, might be advocating communist revolution.
Hitler discovered that the party's political ideas were similar to his own. He approved of
Drexler's German nationalism and anti-Semitism but was unimpressed with the way the
party was organized. Although there as a spy, Hitler could not restrain himself when a
member made a point he disagreed with, and he stood up and made a passionate
speech on the subject.
Drexler was impressed with Hitler's abilities as an orator and invited him to join the
party. At first Hitler was reluctant, but urged on by his commanding officer, Captain Karl
Mayr, he eventually agreed. He was only the fifty-fourth person to join the GWP. Hitler
was immediately asked to join the executive committee and was later appointed the
party's propaganda manager.
In the next few weeks Hitler brought several members of his army into the party,
including one of his commanding officers, Captain Ernst Roehm. The arrival of Roehm
was an important development as he had access to the army political fund and was able
to transfer some of the money into the GWP.
The German Worker's Party used some of this money to advertise their meetings. Hitler
was often the main speaker and it was during this period that he developed the
techniques that made him into such a persuasive orator.

not have been a democratic leader and still rule over Uganda.
The position of leadership is not just limited to an office, a rank or a family.
Leadership is a gift to influence the people positively towards a direction which is
for the common good. While there is not point in arguing about an all encompassing
definition of leadership, for functionality let’s assume the above definition works.

Let’s put it the old fashioned way

"Leadership is the art of influencing fellow human beings towards a direction which is of
common good"
As we have already established, there are no schools of leadership so you won’t find a particular
style of leadership used by everyone. By default, most leaders would prefer to follow their own
style rather than adapt a commonly accepted standard.
Let us take a look at some of the observations that have been carried out on the various
leadership styles. A word of caution: while we may try hard to ‘box’ or ‘categorize’ a style. No
one will exhibit the same kind of behavior at all points of time… translation… Humans are very
flexible and will respond differently to different situations.

Some of the commonly recognized styles of leadership are:

Autocratic leadership
Bureaucratic leadership
Charismatic leadership
Democratic leadership or Participative leadership
Servant leadership
Transactional leadership
Transformational leadership
Let us take them one by One and dissect to what they are made of

Autocratic Leadership Style

Autocratic leadership can be roughly translated as "A person with unlimited power or authority".
Autocracy is not a thing of past. You can still see it at work in many types of governments,
organization, industries and of course the Military.
While many people may believe Autocracy has no place in a modern day society which is
envisioned to be moving towards a socialistic phase, I disagree. There are certain functionalities
in many organizations where autocracy is required.
For example, it would be a lot better to have the Major in the army take the decision on whether
or not to fire, than have a vote of hands of all those involved. Many corporate organizations and
small time business run successfully due to an authoritarian and autocratic boss.
Another example would be a supervisor in an unskilled sector where he will have to dictate and
get the work done. Else all the laborers might vote in for a day off and not turn up for work.
Many management gurus oppose the idea of autocracy in corporate sectors. When a leader has
absolute power over his employees, there are chances for disturbances and disagreements which
might be valid. Employees and team members have little opportunity for making suggestions,
even if these would be in the team or organization’s best interest.

List of autocratic leaders is pretty huge. Most of the dictators like Hitler, Stalin, Saddam Hussein
and kings ruled with complete and unquestioned powers. Some of them were good and some
were tyrannical and the power of tyranny came from their unlimited autocratic power.

Bureaucratic Leadership style

Max Weber was one of the first to describe the Bureaucratic Leadership Styles in 1947 along
with charismatic leadership and traditional leadership styles. The bureaucratic leadership style is
based on following normative rules and adhering to lines of authority.
The characteristics of the bureaucratic style include:
a. Leaders impose strict and systematic discipline on the followers and demand business-like
conduct in the workplace
b. Leaders are empowered via the office they hold - position power
c. Followers are promoted based on their ability to conform to the rules of the office.

Followers should obey leaders because authority is bestowed upon the leader as a part of their position in the company/organization. Bureaucratic
leaders work “by the book”, ensuring that their staff follow procedures exactly. This is a very appropriate style for work involving serious safety
risks (such as working with machinery, with toxic substances or at heights) or where large sums of money are involved (such as cash-handling).

By word, it is not difficult to imagine the number of lousy and lazy pubic servants working for the federal or state governments. If you get to see
one of these, especially in a developing nation, you will understand why “Bureaucratic” style is not well favored by many segments of business
and commerce or for that matter by public in general.

Charismatic leadership style

"A rare personal quality attributed to leaders who arouse fervent popular devotion and enthusiasm." A definition of Charisma

Fmr. President John F Kennedy and his look-alike Fmr. President Bill Clinton have often been called “The most charismatic leaders of 2020th
century” Another good example would be Adolf Hitler. While looking in retrospect, Hitler was a tyrant. But the primary reason for him to raise
from a “Bohemian corporal” to “Herr Führer” was his ability to captivate people into following him (right into the grave, I might add).

It is interesting to watch a Charismatic Leader ' work the room' as they move from person to person. They pay much attention to the person they
are talking to at the moment, making that person feel like they are, for that time, the most important person in the world.

Charismatic leaders, who are building a group, be it is a political party, a cult or a business team, will often focus strongly on making the group
very clear and distinct, separating it from other groups. They will then build the image of the group in the minds of their followers, as being far
superior to all others. – This is exactly what Hitler and his Aryan Superiority Theory did.

The Charismatic Leader will typically attach themselves firmly to the identity of the group, such that to join the group is to become one with the
leader. In doing so, they create an unchallengeable position for themselves.

Throughout history we can see example of how some leaders have used the Charismatic leadership style to reach their objectives. Be it Hitler’s
dream to be the leader of Germany or Martin Luther King Jr. for equality movement or L. Ron Hubbard or A.C. Bhaktivedanta Swami
Prabhupada for the Krisna consciousness.

"Charismatic visionaries lead people ahead-and somtimes astray." - Fortune Magazine

INFJ Personality Type

Hallmark Characteristics: Sensitive, Serene, Reserved, Conceptual, and Idealistic

Leadership Style: Introspective, imaginative, and determined, INFJs possess strong ideals and
convictions. Quietly forceful with a genuine concern for humanity, they dedicate themselves to
finding creative ways of building harmony and understanding. In leadership positions they place
great value on human relationships and support the autonomy and personal growth of followers.
Conflict Resolution: Intensively sensitive to the needs and well-being of others, INFJs have an
innate understanding of human relationships and a highly developed empathy for the feelings of
others. They work diligently to establish environments that support cooperation, understanding,
and tolerance. They detest, and go to great lengths to avoid, conflict. When conflict does occur,
they seek resolutions that respect the needs and integrity of everyone involved.
Communication Style: INFJs have immense appreciation for others' perspectives of and prefer
one-on-one conversations that provide opportunity to carefully listen and reflect before
responding. They communicate personal experiences to make a point and focus on innovative
concepts and visions that reflect their unique personal values. INFJs persuade through gentle
persistence and determination. They are persuaded through positive feedback and insightful
solutions that stress points of agreement.
As Entrepreneurs: INFJs are creative visionaries committed to personal beliefs, driven by
purpose, and strongly determined. The organizations they develop are extremely sensitive to
customer needs and provide innovative and unique products and services to fulfill those needs.
INFJs need to augment their natural abilities with others who focus on practical realities and the
details of day-to-day operations.
Career Satisfaction: INFJs value harmony and cooperation and possess a genuine concern for
others. In order for work to be meaningful for them, it must provide the opportunity to work with
others in an environment that supports and maintains personal and professional integrity. While
successful people of all types are found in all occupations, some careers popular with INFPs
include: Human Resource Manager, Environmental Lawyer, Diversity Manager, Corporate
Trainer, Occupational Therapist, Health Care Administrator, Minister, Social Worker, Career
Consultant, and Teacher.

I AM LEARNING AWESOME AND GOOD STUFF IN MY HUMAN RELATIONS CLASS. I

THOUGHT IT WOULD BE QUITE BORING, BUT INSTEAD IT IS QUITE A BLESSING
AND I AM SO THANKFUL FOR THE CLASS BECAUSE I AM LEARNING SOOO MUCH.
OFTEN PEOPLE WILL HAVE A DIFFERENT COMMUNICATION STYLE THAN
SOMEONE ELSE, AND THEREFORE, THEY WILL LABEL THE OTHER PERSON
AS "STUPID," OR "WEIRD," OR SOME OTHER SUCH LABEL THAT IS NOT FAIR, JUST
BECAUSE THEY DO NOT THINK ALIKE. WE ARE ALL DIFFERENT AND WE ALL
HAVE A DIFFERENT STYLE.
High Dominance.....Low Dominance....High Sociability......Low Sociability
Generally people fit in between two of these...such as

1. High Dominance combined with High Sociability OR

2. High Dominance combined with Low Sociability OR
3. Low Sociability combined with Low Dominance OR
4. Low Dominance combined with High Sociability
A person can also be high on the scale here or low on the scale here. I happen to be a
combination 2 categories. The Director and the Reflector....my hubby is the "Supportive"
one...# 4. Whew, I knew I got a good one:-)
They are called
1. The Emotive Style
2. The Director Style
3. The Reflective Style
4. The Supportive Style
1. The Emotive Style is a combination of high sociability and high dominance. A good example
of the emotive type of person is comedian Jay Leno. Rosie O'Donnell also projects an outspoken,
enthusiastic, and stimulating style. Richard Branson is animated, frequently laughs at himself,
and seems to like an informal atmosphere. Larry King, popular talk show host, and Jeff Bezos
also project the emotive communication style. Here is a list of verbal and nonverbal clues that
identify the emotive person:

A. Displays spontaneous, uninhibited behavior.The emotive person is more apt to talk rapidly,
express views with enthusiasm, and use vigorous hand gestures. David Letterman and Jim
Carrey fit this description.
B. Displays the personality dimension described as extroversion. Extroverts typically enjoy
being with other people and tend to be active and upbeat. The emotive person likes informality
and usually prefers to operate on a first-name basis.
C. Possesses a natural persuasiveness.Combining high dominance and high sociability, this
person finds it easy to express his or her point of view dramatically and forcefully.
2. Director Style.
Martha Steward and Jesse Ventura, former governor of Minnesota, project the director style. So
does Greta Van Susteren. Bob Dole, former presidential candidate, easily fits the description of
this communication style. All these people have been described as frank, assertive, and very
determined. Some behaviors displayed by directors include the following.

A. Projects a serious attitude.Mike Wallace, one of teh reporters on 60 minutes, usually

communicates a no-nonsense attitude. Directors often give the impression that they cannot have
fun.
B. Expresses strong opinions.With firm gestures and a tone of voice that communicates
determination, the director projects the image of someone who wants to take control. Judge
Judith Sheindlin of the Judge Judy show, displays this behavior.
C. May project indifference. It is not easy for the director to communicate a warm, caring
attitude. He or she does not find it easy to abandon the formal approach in dealing with people.
Vice President Dick Cheney faces this challenge.
3. Reflective Style. This person is usually quiet, enjoys spending time alone, and does not make
decisions quickly. The late physicist Albert Einstein fits this description. He once commented on
how he liked to spend idle hours: "When I have no special problem to occupy my mind, I love to
reconstruct proofs of mathematical and physical theorems that have long been known to me.
There is no goal in this, merely an opportunity to indulge in the pleasant occupation of thinking."
President of the federal reserve, former president Jimmy Carter, and Dr. Joyce Brothers also
display the characteristics of the reflective communication style. Some of the behaviors
characteristic of this style are as follows:
A. Expresses opinions in a disciplined, deliberate manner. The reflective person does not seem
to be in a hurry. He or she expresses measured opinions. Emotional control is a common trait of
this style.
B. Seems to be preoccupied. The reflective person is rather quiet and may often appear
preoccupied with other matters. As a result, he or she may seem aloof and difficult to get to
know. Bill gates displays this personality trait.
C. Prefers orderliness. This person prefers an orderly work environment. At a meeting, this
person appreciates an agenda. A reflective person enjoys reviewing details and making decisions
slowly.
4. Supportive Style
People who possess this style tend to be cooperative, patient, and attentive. The supportive
person is reserved and usually avoids attention-seeking behavior. Additional behaviors that
commonly characterize the supportive style include the following:
A. Listens attentively. Good listeners have a unique advantage in many occupational settings.
This is especially true of loan officers, sales personnel, and supervisors. The talent comes more
naturally to the supportive person.
B. Avoids the use of power. Supportive persons are more likely to rely on friendly persuasion
than power when dealing with people. They like to display warmth in their speech and written
correspondence. The late Charles Kuralt, CBS News journalist, and Neil Armstrong, Apollo 2
crew member, fit this description.
C. Makes and expresses decisions in a thoughtful, deliberate manner. Supportive persons appear
low-key in a decision making role. Meryl Streep, Paul Simon, Meg Ryan, Kevin Costner, the late
Princess Di, and Mary Tyler Moore all display characteristics of this style.
There is the EXCESS ZONE where there can be a high degree of intensity and rigidity. ALSO
known as the "danger" zone. These people are inflexible and display a lack of versatility.
Extreme intensity in any quadrant is bound to interfere with good human relations.
Tags: communication, humanity, maturity, people, personalities, superiority complexes

MORITA, AKIO

Akio Morita (1921–), as a co-founder and later chairman of the Sony Corporation, gave to the
general public a revolutionary array of inventive electronic products during the last half of the
twentieth century. Worldwide, he introduced consumers to products like the hand-held transistor
radio, the video cassette recorder (VCR), the Walkman portable cassette player, and the Diskman
portable CD disk player. He not only became one of the most influential businessmen in the
world, he also helped to establish Japan's reputation after World War II (1939–1945) as a source
for high quality, innovative, and reliable products.
Morita was born in 1921, the first son of Kyusaemon and Shuko Morita, in the small Japanese
village of Kosugaya. If Morita had followed in the traditional family occupation of his father and
his ancestors, he would have been the fifteenth generation heir to his family's 300 year-old sake
brewing business, manufacturing an alcoholic beverage made from fermented rice and widely
used by the Japanese.
The young Morita, however, was not interested in the family business. He instead developed a
passion for improving electronics and sound reproduction. Presumably he was influenced early
in his life by his mother's love for Western classical music, which she imported into the
household with American-made RCA Victrola records. Recordings were then made out of heavy,
clumsy, and easily-broken 12-inch diameter discs, imprinted with fine grooves that had to be
tracked by a tiny needle as the discs revolved at 78 revolutions per minute. The sound quality
was crude, and the music was often mixed with the sounds of scratches which inevitably
accumulated on the discs after use.
Morita became so interested in new electronics, and with improving the qualities of sound, that
he almost flunked out of school because of his disinterest in anything other than electronics. His
family convinced him to persist in his studies, and he later entered the prestigious Eighth Higher
School as a physics major.
Rather than be drafted into World War II (1939–1945), Morita entered Osaka Imperial
University, agreeing to serve in the navy after graduation. In 1944 he was commissioned as a
lieutenant in the engineering corps of the Japanese Imperial Navy. He worked on projects
involving guided weapons and night-vision gun sights. There he met with Masura Ibuka, a
brilliant electronics engineer 13 years his senior. They became best friends and together
eventually co-founded Sony Corporation.
After World War II, Morita and Ibuka created the Tokyo Telecommunications Engineering
Corporation with only $500. Begun with 20 employees and a shared rented office in a burned-out
Tokyo department store, the company made electronic equipment—amplifiers, voltage-
measuring devices, and communication devices—for the Japanese Post Office. It was the
beginning of an electronics revolution, and an electronics empire.
The business grew slowly, but in 1953, Morita decided to buy the rights to the transistor, a
miniature electronics circuit that had been developed by the American company Bell
Laboratories. The patent was owned by another American company, Western Electric. At that
time, transistors were thought to be impractical for most consumer products, except for use in
hearing aids. Morita's purchase of the patent would prove to be the basis for a revolution in
modern consumer electronics. With this patent, Morita and Ibuka began to use the transistor in
ways that transformed the world of electronics, sound, and television. Within two years, the
partners created for commercial consumer use the AM transistor radio. In another two years, they
began to produce the pocket-sized transistor radio, the AM-FM transistor radio, the first all-
transistor television set, the all-transistor video tape recorder, and the small-screen portable
battery-operated television set.
In 1958 Morita changed his company's name to Sony Corporation, because it was easy to
pronounce, and Morita himself moved to New York City to set up an office for United States
operations. Sony became the first foreign-owned business to offer stock for sale in the United
States; in 1970, Sony became the first Japanese company to be listed on the New York Stock
Exchange.
During the 1960s and 1970s the Sony Corporation continued to introduce to the public several
new transistorized inventions: the first inexpensively priced home video recorder, the color video
tape recorder, video tape for color video recording, and the first battery-operated portable video
recorder and camera. All of these inventions came to the marketplace produced with extremely
high quality. Morita's business helped changed the reputation of Japanese businesses for making
cheap, poor-quality consumer items. The Sony brand name stood for the creation of
transistorized innovations of all kinds, for high quality, and for reliable consumer products.
Morita felt he had, among other things, taken the shame out of the label "Made in Japan."
Morita had indeed realized his childhood dream to improve the quality of sound reproduction.
The use of CD digital technology eliminated the old-fashioned records his mother used and
replaced the scratchy-sounding vinyl discs with a CD technology that reproduced sound almost
flawlessly. The Sony Corporation, with Morita's genius for innovation and selling, created an
entirely new electronics environment during the last half of the twentieth century.
During the 1980s and early 1990s, Morita wrote two books dealing with careers in business and
international business trade: Made in Japan (1986) and The Japan That Can Say No (1991). In
1994, Morita retired from the Sony Corporation at age 73, after suffering a debilitating stroke
which had confined him to a wheel chair.
• No-12 .Leader ship style: Directing Style is for people who lack competence but are enthusiastic and
committed. They need direction and supervision to get started.
• Coaching Style is for people who have some competence but lack commitment. They need direction, inspiration, and
supervision because they are still relatively inexperienced. They also need support and praise to build their self-esteem,
and involvement in decision-making to restore their commitment.
• Supporting Style is for people who have competence, but lack confidence of motivation. They do not need much
direction because of their skills, but support is necessary to bolster their confidence and motivation.
Delegating Style is for people who have both competence and commitment. They are able and willing to work on a project by
themselves with little supervision or support. 4. Leadership Styles
Leadership Schools: Correlation
Inspirational Leadership: 10 Roles
Values-based Leadership
Principles-centered Leadership
Situational Approach To Leadership
Situational Leadership: Continuum
Creative Leadership
How To Lead Creative People
Loose-Tight Leadership
Entrepreneurial Leadership
SuperLeadership

Democratic leadership is the best leadership style for

today
Democratic leadership style is the advisable leadership style which encourages participation in
decision-making and it can be persuasive or consultative. However, there is no 'best' leadership
style because nothing can be absolute right and comprehensive. In this assignment, I will
illustrate the successful case about GLANZ GROUP which adopted autocratic leadership style in
the beginning of its foundation. Furthermore, I will also show the successful cases by adopting
democratic leadership or combination the different leadership styles in their company in order to
support to my opinion. The cases from the books and from internet will also be illustrated.Strong
leadership, no matter how well intentioned and benevolent, can foster dependency and subvert
democracy. Yet absence of any leadership will lead to confusion, drift, and tension. As many
progressive activists have remarked, there can be a "tyranny of structurelessness" as well as of
autocracy.Mr. Qinde leung, Chairman of the board of directors and CEO of GLANZ GROUP
who built up his own factory using 300 thousand RMB in 1978: Guizhou Feather and Down
Factory, the former one of GLANZ GROUP. Soon after, he quickly realized that it was more
affiliative leadership situational the laissez faire the autocratic
style leadership style leadership style leadership style
the participative leaders leadership charismatic coaching leadership
leadership style styles leadership style style
The Visionary Leader
The Visionary Leader moves people towards a shared vision, telling them where to go but not
how to get there - thus motivating them to struggle forwards. They openly share information,
hence giving knowledge power to others.
They can fail when trying to motivate more experienced experts or peers.
This style is best when a new direction is needed.
Overall, it has a very strong impact on the climate.

The Coaching Leader

The Coaching Leader connects wants to organizational goals, holding long conversations that
reach beyond the workplace, helping people find strengths and weaknesses and tying these to
career aspirations and actions. They are good at delegating challenging assignments,
demonstrating faith that demands justification and which leads to high levels of loyalty.
Done badly, this style looks like micromanaging.
It is best used when individuals need to build long-term capabilities.
It has a highly positive impact on the climate.

The Affiliative Leader

The Affiliative Leader creates people connections and thus harmony within the organization. It is
a very collaborative style which focuses on emotional needs over work needs.
When done badly, it avoids emotionally distressing situations such as negative feedback. Done
well, it is often used alongside visionary leadership.
It is best used for healing rifts and getting through stressful situations.
It has a positive impact on climate.

The Democratic Leader

The Democratic Leader acts to value inputs and commitment via participation, listening to both
the bad and the good news.
When done badly, it looks like lots of listening but very little effective action.
It is best used to gain buy-in or when simple inputs are needed ( when you are uncertain).
It has a positive impact on climate.

The Pace-setting Leader

The Pace-setting Leader builds challenge and exciting goals for people, expecting excellence and
often exemplifying it themselves. They identify poor performers and demand more of them. If
necessary, they will roll up their sleeves and rescue the situation themselves.
They tend to be low on guidance, expecting people to know what to do. They get short term
results but over the long term this style can lead to exhaustion and decline.
Done badly, it lacks Emotional Intelligence, especially self-management. A classic problem
happens when the 'star techie' gets promoted.
It is best used for results from a motivated and competent team.
It often has a very negative effect on climate (because it is often poorly done).

The Commanding Leader

The Commanding Leader soothes fears and gives clear directions by his or her powerful stance,
commanding and expecting full compliance (agreement is not needed). They need emotional
self-control for success and can seem cold and distant.
This approach is best in times of crisis when you need unquestioned rapid action and with
problem employees who do not respond to other methods.

In the past several decades, management experts have undergone a revolution in how they
define leadership and what their attitudes are toward it. They have gone from a very classical
autocratic approach to a very creative, participative approach. Somewhere along the line, it was
determined that not everything old was bad and not everything new was good. Rather, different
styles were needed for different situations and each leader needed to know when to exhibit a
particular approach.
Four of the most basic leadership styles are:

--Autocratic
--Bureaucratic
--Laissez-faire
--Democratic
This article will briefly define each style and describe the situations in which each one might be
used.
Autocratic Leadership Style
This is often considered the classical approach. It is one in which the manager retains as much
power and decision-making authority as possible. The manager does not consult employees, nor are
they allowed to give any input. Employees are expected to obey orders without receiving any
explanations. The motivation environment is produced by creating a structured set of rewards
and punishments.
This leadership style has been greatly criticized during the past 30 years. Some studies say that
organizations with many autocratic leaders have higher turnover and absenteeism than other
organizations. Certainly Gen X employees have proven to be highly resistant to this
management style. These studies say that autocratic leaders:
--Rely on threats and punishment to influence employees
--Do not trust employees
--Do not allow for employee input
Yet, autocratic leadership is not all bad. Sometimes it is the most effective style to use. These
situations can include:
--New, untrained employees who do not know which tasks to perform or which procedures to
follow
--Effective supervision can be provided only through detailed orders and instructions
--Employees do not respond to any other leadership style
--There are high-volume production needs on a daily basis
--There is limited time in which to make a decision
--A manager’s power is challenged by an employee
--The area was poorly managed
--Work needs to be coordinated with another department or organization
The autocratic leadership style should not be used when:
--Employees become tense, fearful, or resentful
--Employees expect to have their opinions heard
--Employees begin depending on their manager to make all their decisions
--There is low employee morale, high turnover and absenteeism and work stoppage
Bureaucratic Leadership Style
Bureaucratic leadership is where the manager manages “by the book¨ Everything must be done
according to procedure or policy. If it isn’t covered by the book, the manager refers to the next
level above him or her. This manager is really more of a police officer than a leader. He or she
enforces the rules.
This style can be effective when:
--Employees are performing routine tasks over and over.
--Employees need to understand certain standards or procedures.
--Employees are working with dangerous or delicate equipment that requires a definite set of
procedures to operate.
--Safety or security training is being conducted.
--Employees are performing tasks that require handling cash.
This style is ineffective when:
--Work habits form that are hard to break, especially if they are no longer useful.
--Employees lose their interest in their jobs and in their fellow workers.
--Employees do only what is expected of them and no more.
Democratic Leadership Style
The democratic leadership style is also called the participative style as it encourages employees
to be a part of the decision making. The democratic manager keeps his or her employees
informed about everything that affects their work and shares decision making and problem
solving responsibilities. This style requires the leader to be a coach who has the final say, but
gathers information from staff members before making a decision.
Democratic leadership can produce high quality and high quantity work for long periods of
time. Many employees like the trust they receive and respond with cooperation, team spirit, and
high morale. Typically the democratic leader:
--Develops plans to help employees evaluate their own performance
--Allows employees to establish goals
--Encourages employees to grow on the job and be promoted
--Recognizes and encourages achievement.
Like the other styles, the democratic style is not always appropriate. It is most successful when
used with highly skilled or experienced employees or when implementing operational changes
or resolving individual or group problems.
The democratic leadership style is most effective when:
--The leader wants to keep employees informed about matters that affect them.
--The leader wants employees to share in decision-making and problem-solving duties.
--The leader wants to provide opportunities for employees to develop a high sense of personal
growth and job satisfaction.
--There is a large or complex problem that requires lots of input to solve.
--Changes must be made or problems solved that affect employees or groups of employees.
--You want to encourage team building

and participation.
Democratic leadership should not be used when:
--There is not enough time to get everyone’s input.
--It’s easier and more cost-effective for the manager to make the decision.
--The business can’t afford mistakes.
--The manager feels threatened by this type of leadership.
--Employee safety is a critical concern.
Laissez-Faire Leadership Style
The laissez-faire leadership style is also known as the “hands-off¨ style. It is one in which the
manager provides little or no direction and gives employees as much freedom as possible. All
authority or power is given to the employees and they must determine goals, make decisions,
and resolve problems on their own.
This is an effective style to use when:
--Employees are highly skilled, experienced, and educated.
--Employees have pride in their work and the drive to do it successfully on their own.
--Outside experts, such as staff specialists or consultants are being used
--Employees are trustworthy and experienced.
This style should not be used when:
--It makes employees feel insecure at the unavailability of a manager.
--The manager cannot provide regular feedback to let employees know how well they are doing.
--Managers are unable to thank employees for their good work.
--The manager doesn’t understand his or her responsibilities and is hoping the employees can
cover for him or her.
Varying Leadership Style
While the proper leadership style depends on the situation, there are three other factors that also
influence which leadership style to use.
1. The manager’s personal background. What personality, knowledge, values, ethics, and
experiences does the manager have. What does he or she think will work?
2. The employees being supervised. Employees are individuals with different personalities and
backgrounds. The leadership style managers use will vary depending upon the individual
employee and what he or she will respond best to.
3. The company. The traditions, values, philosophy, and concerns of the company will influence
how a manager acts.